How to boost ambition – five tips from our female leaders

Michelle Kinnaird, Director of Business Support Services at Scottish Enterprise, speaks about mentorship as a valuable support tool:

"When I started here, I was part of a team of around 12 people. We’ve since grown into something with immense impact. 

"To date, we’ve helped secure over £2 billion through our deals and portfolio, which currently sits at £400 million and around 350 companies, all at different stages.

"We're working to build an ecosystem that supports all entrepreneurs, from many different backgrounds.

"For example, we’re seeing more women leading tech companies. Take Appointedd — an online booking software company started by its CEO Leah Hutcheson in 2011, which now operates in 23 companies. Another is MIME Technologies Ltd, led by Anne Roberts, which is ranked 9th in the Scotland Tech 50.

"With these innovators as examples and educators, we can hopefully inspire more women – and people in general – to disregard gender stereotypes in their field of choice. That’s what I look on as our biggest achievement. We'll be able to say we’ve worked on some exciting deals and helped a huge variety of people reach their potential."

Ana Gallardo, Scottish Enterprise's Head of Programme Unit, describes her thoughts on authenticity and leadership:

"I lead the Entrepreneurial Development team. We’re a fairly small team focused on building entrepreneurial capability and capacity in the Scottish ecosystem.

"I used to have a huge inner battle, because I’d see leaders I admire – of all genders – and I’d find them so assertive and decisive. I feel like that’s not my personality, but in the early days, I’d try to imitate them. I felt I talked too much, I probably smiled too much, and I have a high-pitched voice.

"But then, a friendly CEO gave me the best advice. She simply said, ‘be you.’

"She told me that she had also struggled with having a sunny personality in the serious world of business. She learned to tone it down in certain situations, but she made it work to her advantage. I urge people to think that way – it's all about being yourself.

"In terms of leadership, there’s no such a thing as a universal definition – just pre-conceived ideas of what it should look like. Increasingly, I think it comes down to capability and integrity above all else.

"You should also never forget that an organisation is made of groups of human beings. Respect, honesty, and trust are fundamental in building a culture that makes an impact and creates value."

Alyson Smith, Head of Marketing and Engagement at Scottish Enterprise, talks about creating space for everyone:

"If you're in an organisation that truly puts people first, people will rise to any occasion, whether they work flexi-time or regular hours, or at home, or wherever. 

"If you have good processes and procedures for getting people in, and for encouraging growth within existing teams, there's a high chance you'll end up with a fabulously fulfilled and varied team.

"We're working more online than ever before – colleagues, clients, and partners alike. Despite the challenges of recent years, we're performing more effectively and openly. We've got to know people better because we all meet in this one online room – it made a huge difference.

"It's allowed people to be themselves more and has created a much more level playing field."

Linda Murray, former Director of Strategy at Scottish Enterprise (now retired), encourages diversity in recruitment:

"In the last few years, long-held assumptions about work – including where and when it happens – have been challenged.

"Many businesses have completely re-imagined their working practices and they've seen real benefits in productivity and staff morale. In some cases, there was a much wider talent pool to draw on than they’d been tapping into previously.

"These days, the younger workforce is driven by a sense of the company’s value, not in financial terms, but much more widely thinking about the good a company is trying to achieve, who it works with and how it connects with communities.

"This is already the focus for many companies, because by attracting more diversity, especially in leadership roles, you get a broader range of lived experience. This means there are more different voices and perspectives driving change."

Elaine Morrison, Director of Business Partnerships, Productivity Mission and Business Growth, speaks about the importance of challenging perceptions:

“I’ve been with Scottish Enterprise and its predecessor since I left school. I joined an apprenticeship scheme in a general administrative role (mainly because that’s what my teacher told me to do).

"During my career, I became involved in a cross-party group in the Scottish Parliament focused on women in business. That reinforced the importance of ensuring that people can see a pathway to their end goal – whether that’s as the user or the provider of a service.

"As an example, with the support of Women’s Enterprise Scotland, we looked at Scottish Enterprise’s online content and noticed that the imagery was mostly of men and people in white coats. That made it difficult for other types of people to see that our service was for them. It had the potential to put people off. 

"Changing something as simple as images can open up a new customer base and make us feel more accessible to a wider range of customers. 

"Any time you bring together people with different perspectives and backgrounds – whether gender, race, sexuality, religion, or age – you invite challenge and change, and you often find a better way forward.

"All that energy can create something quite powerful. Give it a try.”